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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Value Chain Analysis |  Business Strategy Three Horizons |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-120 min | Half day | Halbtags-Workshop, dann iterativ | 90-180 min |
Participantsdifferent | 3-10 | 3-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Value Chain Map, Lever List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | VRIO Table, Strategic Actions |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyBusiness modelDiagnosisAnalysis | StrategyInnovationPortfolioForesight | StrategyDiagnosisBusiness modelCapability |